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GREAT HALL UPDATE
DENVER INTERNATIONAL AIRPORT
JUNE 2017
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DEN IS GROWING
• 2016 was record year with 8% growth over 2015
• DEN has now seen 19 consecutive months of record-setting passenger traffic
• 5.1% increase in international passenger growth
• 59 consecutive months of international growth
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NEXT DEN
• With the growth DEN is experiencing and the aging infrastructure,
we must plan for the future
• Five main priorities:
• Jeppesen Terminal
• Concourses A, B & C
• Airside (runways, taxiways, deicing, ramps, fueling, etc.)
• Landside (roadways, parking, rental cars, etc.)
• DEN Real Estate
• DEN is an enterprise and is not funded by taxpayer dollars
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GROWTH CHALLENGES
• Current location of TSA checkpoints creates an area of vulnerability
• TSA checkpoints are at capacity without adequate space to expand
• Expect to set 55 new record days this summer for passenger traffic
• Jeppesen Terminal was built to serve only 50 million annual passengers
• Facility starting to age and in need of major maintenance/upgrades
• Lacking adequate amount of concessions space to accommodate projected
passenger growth
• Gates are at capacity – airline requests for 30 additional gates by 2020
• Seven new airlines started service in the last two years
• Added four new international destinations in less than two years
• Underutilized and inefficient ticket lobby space
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GREAT HALL COMPONENTS
Consolidated Ticket Lobby
New TSA Security Screening
Experience
Post- Security Concessions Area
A Bridge Connection
New Meeter-Greeter Southern
Lobby
LEVEL 6
LEVEL 5
5
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GREAT HALL COMPONENTS
Level 5Level 6
Consolidated Ticket Lobbies
PostSecurity
Concessions
A Bridge Connection
New TSA Security Screening Experience
BagClaim
BagClaim
NewMeeter/Greeter
South Lobby
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GREAT HALL 6th FLOOR LAYOUT
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GREAT HALL 5th FLOOR LAYOUT
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GREAT HALL AOB CORRIDOR
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POST-SECURITY CONCESSIONS
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MEETER/GREETER AREA
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• Decreases vulnerability in terminal
• Increases capacity of terminal from 50 to more than 80 million annual
passengers (2031-2032) based on 65% origin & destination
• Balances terminal capacity with new concourse capacity (assuming gate
expansion)
• Increases throughput at security checkpoints by 50% to 70%
• Enhances passenger experience – both pre- and post-security
• Improves and increases concessions and increases terminal revenue overall
• Upgrades and replaces critical systems (mechanical, electrical)
• Upgrades facility (escalators, elevators, restrooms, ticketing and screening
technology)
• Creates both construction and permanent jobs
BENEFITS OF PROJECT
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BENEFITS OF A P3
• Provides the opportunity to partner with private sector firms, utilizing their
creativity, expertise, and capital
• Capture Great Hall Partners expertise from Heathrow Airport and other
facilities
• Leverage private sector capital in exchange for long-term revenue share
• Transfer risk – P3 partner and airport share operational and financial risk
(delivery, operations and cost certainty)
• Shorter project delivery time at lower cost
• Accelerates implementation schedule by approximately two years
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• One integrated contract for entire life cycle
• Reduces complexity of procuring and managing multiple contracts
• Cost certainty provides long-term planning flexibility for DEN
• Capital / Operating expenses and financing costs are fixed over the 34 year term
• DEN not responsible for cost overruns and delays
• Performance measures include time to completion and operations
• Enhanced financial security compared to public debt
• Substantial oversight by corporate investment board ensuring return on equity
• Stringent evaluation of deal and ongoing performance by lenders and investors
conducting higher level of due diligence of deal structure and performance
• Reduced operating costs
• Efficiency and greater competition in concessions bidding process
• Fixed price encourages innovative design and higher standards of maintenance
VALUE FOR MONEY ANALYSIS
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TERMS OF P3
• Developer:
• Responsible for designing and constructing improvements, managing terminal
concessions and providing operations and maintenance of certain areas
• Commits to price and schedule
• Contributes capital and gets repaid (plus return) through a combination of DEN
payments and 20% of concessions revenues
• DEN:
• Maintains control over airline ticket lobbies, security screening area and public
circulation areas
• Pays developer to design and construct project via progress payments
• Pays developer annually to operate and maintain designated areas of the
terminal for 30 years via supplemental payments
• Receives 80% concession revenues and 100% other terminal revenue such
airlines, rental car, A bridge, etc.
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CONCESSIONS PROGRAM
• Developer would build out commercial area on Levels 5 and 6 (tripling
current size)
• Developer would select and manage concession operators, subject to:
• Procurement requirements (70% of locations must be competitively procured)
• DEN and Developer share in revenue (DEN – 80%, GHP – 20%)
• Developer cannot operate any concession
• DEN would develop and manage concessions on A bridge entry
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• Capital cost estimate: : $650-$775 million
• Progress payments over first 4 years will fund partial cost of design and
construction
• Includes soft costs: design, FF&E, inspections, permits, 1% for art
• Hard construction cost
• Owner’s contingency
• DEN payment amount TBD, developer will contribute equity
• Supplemental payments TBD but currently estimated at $30 million/year
• Operations and maintenance
• Financing
• 30-year term
• Combination of progress payments and supplemental payments will result
in total contract value
CAPITAL COSTS – CONTRACT VALUE
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TOTAL CONTRACT VALUE AND TERM
DEN portion of construction costs + owner contingency
PROGRESS PAYMENTS
+
ANNUAL SUPPLEMENTAL PAYMENTS
O&M Expenses Capital Financing Costs =
Total ContractValue
Concession revenue (80% to DEN, 20% to developer)100% revenue from A bridge concessions to DEN100% revenue from airline rents, rental cars, etc.
REVENUE
4 Years
DESIGN & CONSTRUCTION=
Total ContractLength
30 years
OPERATIONAL PERIOD
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LARGE HUB CAPITAL PROGRAMS
$- $2.0 $4.0 $6.0 $8.0 $10.0 $12.0 $14.0 $16.0
Chicago Midway International Airport (MDW)
Baltimore/Washington International Airport (BWI)
Houston Airport System (IAH, HOU & EFD)
Denver International Airport (DEN)
Newark Liberty International Airport (EWR)
McCarran International Airport (LAS)
Washington Dulles International Airport (IAD)
San Francisco International Airport (SFO)
New York LaGuardia Airport (LGA)
Chicago O'Hare International Airport (ORD)
Los Angeles International Airport (LAX)
Airport Capital Programs($ in Billions)
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• Ordinance will include more than just the construction cost
• Operations and maintenance
• Financing
• Owner costs
• 34-year term
• Maximum contract amount
ORDINANCE COMPONENTS
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MILESTONE SCHEDULE
August 2017City Council
October 2017Financial Close
July 2017Final Go/No Go
Summer 2018Construction Begins
Fall 2021 Construction Complete
TSA Security Screening
Level 5 & 6 Center Mod
Ticket Lobbies
Post-Security Concessions (Great Hall)
Fall 2020TSA Security Screening Open
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Design
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